SAQA All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.
SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED UNIT STANDARD: 

Lead and develop human resources to meet the critical skills shortages and diverse needs of the motor retail business 
SAQA US ID UNIT STANDARD TITLE
243472  Lead and develop human resources to meet the critical skills shortages and diverse needs of the motor retail business 
ORIGINATOR
SGB Generic Management 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 03 - Business, Commerce and Management Studies Generic Management 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular-Fundamental  Level 6  Level TBA: Pre-2009 was L6  12 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Reregistered  2018-07-01  2023-06-30  SAQA 06120/18 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2024-06-30   2027-06-30  

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.  

This unit standard does not replace any other unit standard and is not replaced by any other unit standard. 

PURPOSE OF THE UNIT STANDARD 
This unit standard reflects the skills required to respond to structural imbalances in the motor industry skills pool by:
  • Forecasting human capital needs.
  • Attracting and appointing the right kind of people.
  • Evaluating performance and developing and optimising human resources.
  • Selecting and implementing appropriate organisational structures to achieve business objectives.

    It also reflects the understanding of:
  • Principles of human resource management.
  • Effective leadership principles and practices.

    This unit standard would be assessed in any motor retail business which includes a combination of several of the following:
  • New vehicle sales.
  • Used vehicle sales.
  • Vehicle finance and insurance.
  • Vehicle servicing and repairs.
  • Parts and accessories.
  • Body repairs.
  • Leasing.
  • Rental.
  • Retail finance and administration.
  • Specialised services such as:

    > Automotive engineering and engine rebuilding.
    > Customising and tuning.
    > Wheels, tyres and shock absorbers.
    > Auto-electrical diagnostics and repairs.
    > Fleet management.
    > Vehicle security, environmental and entertainment systems.

    The skill, the knowledge and the values reflected in this unit standard form part of the exit level outcomes required for the National Diploma in Business Management (Motor Retail): NQF Level 6. 

  • LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    The credits for this qualification are based on the assumption that the learner either has a formal qualification and some experience of the motor retail business or has extensive experience within the motor retail business. If a learner does not have such experience or qualifications, the learning time will be increased.

    Learners are assumed to have management, administrative, human resource, financial, operational, organisational, marketing, sales, problem solving, situational analysis, relationship, decision making and planning skills at NQF Level 5 in the context of the motor retail industry. Such skills may be acquired through the National Diploma in
    Business Management (Motor Retail): NQF Level 5. The allocation of credits is also based on the assumption that the learner will be working towards this qualification as part of a learning programme which integrates the unit standards. 

    UNIT STANDARD RANGE 
    The scope and level of this unit standard is indicated by range statements related to the specific outcomes. 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Forecast human capital needs based on business strategy and develop plans to attract the right talent. 
    OUTCOME RANGE 
    Strategy includes business strategies as well as more general strategies, e.g. responding to scarce skills, changing technology, e-commerce, staff turn over, or promoting broad-based black economic empowerment, equity targets, new job functions. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Business strategy is analysed and the skills, competencies and attributes of individuals and teams required to achieve business objectives are identified. 

    ASSESSMENT CRITERION 2 
    Constraints and factors which will affect staffing are identified, their impact is assessed and strategies are developed to counter or accommodate them. 
    ASSESSMENT CRITERION RANGE 
    Strategies include the development of appropriate human capital.
     

    ASSESSMENT CRITERION 3 
    Best practices in human capital management are researched, selected and adapted to suit the operations of the motor retail business. 

    ASSESSMENT CRITERION 4 
    Appropriate plans are developed to attract the right kinds of skills. 

    SPECIFIC OUTCOME 2 
    Implement plans to attract, appoint and retain the right kind of people. 
    OUTCOME RANGE 
    Attract includes attracting new entrants to the industry. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Policies and practices to optimise competitiveness of salary, retention, training and development, succession, talent identification and nurturing are reviewed and revised. 

    ASSESSMENT CRITERION 2 
    Recommend salary structures, select and appoint business unit managers, monitor and evaluate training and development programmes, succession planning and talent management processes. 

    ASSESSMENT CRITERION 3 
    Roles and responsibilities are restructured and reassigned to align with business and other strategies and activities and to respond to specific skills shortages. 

    ASSESSMENT CRITERION 4 
    All legal, industry and other requirements are met in terms of managing human capital. 

    SPECIFIC OUTCOME 3 
    Evaluate performance of human capital and identify gaps. 
    OUTCOME RANGE 
    Evaluate performance of human capital refers to the performance of the staff as a whole and not of individuals, and includes evaluating corporate culture. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Appropriate performance and critical success factors are identified and selected. 
    ASSESSMENT CRITERION RANGE 
    Appropriate performance is determined by business and other strategies, markets, brands and other aspects of the business environment.
     

    ASSESSMENT CRITERION 2 
    Performance is monitored and measured. 

    ASSESSMENT CRITERION 3 
    Shortfalls, gaps and problems areas are identified and appropriate changes are made to strategies, actions and management styles. 

    ASSESSMENT CRITERION 4 
    Resource and support issues and deficiencies are recognised and responded to. 

    ASSESSMENT CRITERION 5 
    Hygiene factors are evaluated for their contribution to the performance of human capital. 
    ASSESSMENT CRITERION RANGE 
    Hygiene factors include communication, salaries, wages and incentives, management practices, employee assistance programmes, etc.
     

    ASSESSMENT CRITERION 6 
    Relevant industry benchmarks are used to measure human capital performance. 

    SPECIFIC OUTCOME 4 
    Motivate, train and develop human capital to achieve business objectives. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Good performance is recognised and rewarded. 

    ASSESSMENT CRITERION 2 
    An appropriate tool is used to measure structural capability to achieve business objectives. 

    ASSESSMENT CRITERION 3 
    Staff morale is measured, issues are identified and corrective actions are taken. 

    ASSESSMENT CRITERION 4 
    The effectiveness of training and development interventions is evaluated. 

    SPECIFIC OUTCOME 5 
    Co-ordinate and integrate functions to optimise resources and address structural imbalances in the supply of human capital. 
    OUTCOME RANGE 
    Structural imbalances refer to the requirements or impact of employment equity and workplaces skills plans, black economic empowerment, HIV/AIDS, etc. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Business unit synergies are facilitated and managed. 
    ASSESSMENT CRITERION RANGE 
    Business units refer to branches of, or departments in, a larger motor retail business.
     

    ASSESSMENT CRITERION 2 
    A cohesive team spirit is fostered and supported. 

    ASSESSMENT CRITERION 3 
    Issues related to each business unit are identified and integrated into an overall response. 

    ASSESSMENT CRITERION 4 
    Critical skills shortages are identified and strategies to address these are developed and implemented. 
    ASSESSMENT CRITERION RANGE 
    Identifying critical skills shortages includes anticipating future needs based on new technology or an aging skills pool, etc.
     

    SPECIFIC OUTCOME 6 
    Select and implement appropriate organisational structures, leadership styles and management practices. 
    OUTCOME RANGE 
    Management practices includes applicable aspects of corporate governance. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Authority, roles and responsibilities are clearly defined in relation to all business processes. 
    ASSESSMENT CRITERION RANGE 
    Clearly defined refers to tools such as the delegation matrix.
     

    ASSESSMENT CRITERION 2 
    Organisational structures are adapted to meet changing needs. 

    ASSESSMENT CRITERION 3 
    Own leadership and management style is analysed and its impact on the team and business evaluated. 

    ASSESSMENT CRITERION 4 
    Leadership and management styles of business unit managers are evaluated and balanced. 

    ASSESSMENT CRITERION 5 
    Organisational structures, leadership styles and management practices achieve business goals. 

    ASSESSMENT CRITERION 6 
    Cross-functionality within various disciplines is planned and achieved. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
    Assessment will be governed by the policies and guidelines of a relevant Education and Training Quality Assurance body (ETQA), which has jurisdiction over this field of learning. The policies and procedures of the relevant ETQA will also determine:
  • How the assessment is moderated.
  • How a learner can appeal against the outcome of the assessment.

    Any institution or company which offers learning to achieve the purpose of this unit standard must be accredited as a provider through the relevant ETQA.

    The integrated assessment should be based on a summative assessment guide. The guide will specify how the assessor will assess different aspects of the performance and will include:
  • Evaluating evidence in a portfolio of evidence, particularly projects which integrate various aspects of the unit standard and which demonstrate the integration of knowledge, skills and values, and the development of the critical outcomes.
  • Observing and listening to the learner at work, both in primary activities as well as in other interactions, or in relevant simulations.
  • Asking questions and initiating short discussions to test understanding and to verify other evidence.
  • Looking at records and reports.
  • Formative assessment.

    Assessment of competence for this unit standard is based on experience acquired by the learner in the workplace, within the particular motor retail context. The assessment process should cover the explicit tasks required for the unit standard as well as the understanding of the concepts and principles that underpin the management process.

    The assessment process should also establish how the learning process has advanced the Critical Cross-field Outcomes.

    The learner may choose in which language he/she wants to be assessed. This should be established as part of a process of preparing the learner for assessment and familiarising the learner with the approach being taken.

    Assessors should also evaluate evidence that the learner has been performing consistently over a period of time.

    The assessment for this unit standard can be done in conjunction with the assessment of other unit standards related to a qualification, and in conjunction with the assessment for the qualification as a whole. 

  • UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
    The following items reflect the broad range and types of knowledge that the assessor will evaluate. However, care should be taken that these items listed are used as a guide and are not seen as being prescriptive. This is especially true if examples are given. Knowledge in this field evolves quickly. Alternative approaches and models are equally acceptable:

    Names and functions of:
  • Skills audits, scarce skills.
  • Human capital management concepts.
  • Human capital measures and metrics.
  • Employee support methodologies.

    Purpose of:
  • Human capital management.
  • Team building, motivating.
  • Career planning.
  • Skills development, sourcing of the appropriate skills.
  • Broad-based black economic empowerment, affirmative action.
  • Diversity management.

    Attributes, descriptions, characteristics and properties:
  • Human capital management strategies.
  • Recruitment and retention strategies.
  • Leadership and management styles.
  • Ethics, beliefs and values of the organisation.
  • Skills requirements including scarce skills.
  • Mentoring and coaching roles.
  • Human resources functions and management.

    Processes and events:
  • Recruitment and selection.
  • Performance management processes.
  • Career path planning.
  • Motivational and team building processes.
  • Forecasting skills requirements.
  • Creating the correct culture.

    Causes and effects, implications of:
  • Impact of different leadership and management styles.
  • Causes and implications of high staff turnover.
  • Implications of critical skills shortages.
  • Implications of structural imbalances in staffing.
  • Causes and implications of age distribution in scarce skills.
  • Factors impacting on skills requirements and development of human capital.
  • Factors impacting on staff performance.
  • Ethics, beliefs and values of the organisation.

    Procedures and techniques:
  • Measuring human capital performance.
  • Human resources measurement and benchmarking.
  • Outsourcing, in-sourcing, shared services.
  • People development and retention.

    Sensory cues:
  • Related to company culture, staff morale and relationships.

    Regulations, legislation, agreements, policies, standards:
  • National strategies, including broad-based-black economic empowerment.
  • The legal and regulatory framework.
  • Industry standards.
  • Company policies and procedures.
  • Corporate governance codes.

    Theory: rules, principles, laws:
  • Human capital theories and principles.
  • Organisational development theories and models.
  • Transformational and change management.
  • Human resource management.
  • Employment equity, black economic empowerment, affirmative action.
  • Employment branding.
  • Knowledge management related to human resources in the workplace.
  • Excellence models.

    Relationships, systems:
  • The role and importance of human capital in achieving business objectives.
  • Impact of technology on work practices and skill requirements. 

  • UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identify and solve problems:
  • Identify shortfalls, gaps and problems areas in human capital performance and make appropriate changes to strategies, actions and management styles to correct these. 

  • UNIT STANDARD CCFO WORKING 
    Work effectively with others:
  • Interact with others to address human capital issues.
  • Foster the development of a cohesive team spirit and co-ordinate and integrate functions to optimise resources and address structural imbalances in the supply of human capital. 

  • UNIT STANDARD CCFO ORGANISING 
    Organise and manage myself and my activities:
  • Related to managing human capital needs for the motor retail business. 

  • UNIT STANDARD CCFO COLLECTING 
    Collect, analyse, organise and critically evaluate information:
  • Research best practices in human capital management. 

  • UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively:
  • Related to managing human capital needs for the motor retail business. 

  • UNIT STANDARD CCFO SCIENCE 
    Use science and technology effectively and critically:
  • Use technology appropriately to manage human capital. 

  • UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems:
  • The role of organisational structures, leadership styles and management practices in developing human capital to achieve business goals. 

  • UNIT STANDARD ASSESSOR CRITERIA 
    N/A 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this unit standard was Reregistered in 2012; 2015. 

    UNIT STANDARD NOTES 
    N/A 

    QUALIFICATIONS UTILISING THIS UNIT STANDARD: 
      ID QUALIFICATION TITLE PRE-2009 NQF LEVEL NQF LEVEL STATUS END DATE PRIMARY OR DELEGATED QA FUNCTIONARY
    Elective  59201   National Certificate: Generic Management  Level 5  Level TBA: Pre-2009 was L5  Reregistered  2023-06-30  As per Learning Programmes recorded against this Qual 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS UNIT STANDARD: 
    This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
     
    1. Equal Career Services (Pty) Ltd (CENTURION) (TP) 
    2. Mercedes Benz South Africa (Pty) Ltd (CENTURION) (TP) 
    3. Ronald Sewell & Associates SA (Pty) Ltd T/A Sewells (BRYANSTON) (TP) 



    All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.